A year and a half after calling off its campaign against fast-food giant McDonald’s, the vegan campaign coordinator of People for the Ethical Treatment of Animals (PETA) contacted Kentucky Fried Chicken (KFC) to warn the company that it would be the next target. He pointed out in his letter that whereas many of KFC’s competitors had convened advisory panels to help investigate the welfare of animals raised and slaughtered for their businesses, KFC appeared completely uninterested in the issue. PETA would rather not engage KFC in a campaign, but if the company refused to put together an animal welfare panel to begin to look into the issue of how to raise and slaughter its chickens more humanely, all the leaflets, action alerts, posters, billboards, T-shirts, and press releases PETA was now preparing would be dedicated to KFC and its cruel treatment of chickens. In January 2003, PETA, fed up with what it saw as KFC’s lack of open communication, public misinformation, and outright stonewalling on change, announced a campaign against the company to the media in a news event replete with bloody descriptions of the cruelties of KFC’s animal factories. Now it was time for KFC to respond.

A husband and wife investigative reporting team created a four-part TV series on a genetically modified bovine growth hormone produced by a large biotech company. The hormone was injected into dairy cows to increase milk yields. The TV series raised concerns about the health effects of the hormone on humans who consumed the milk. Shortly before the series was to air, an attorney for the biotech company contacted the TV network and demanded that the script for the series be altered. The investigative reporters have to entertain their options.

Case Name : Leading Change at SJHC and LHSC: Burr Under the Saddle or a Grain of Sand in the Oyster

Authors : Gerard Seijts, Ken Mark

Source : Ivey Publishing

Case ID : 906C10

Discipline : Human Resource Management

Case Length : 19 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The transfer of perinatal services at St. Joseph’s Health Care Centre (SJHC) to the Women’s and Children’s Services at London Health Sciences Centre (LHSC), included the relocation of clinical programs, 500 staff and about 40 physicians. SJHC’s perinatal program had been among the hospital’s premier programs and was recognized as a world-class tertiary perinatal program for more than 30 years. The hospital’s comprehensive care for newborns included providing care for very sick infants and extremely premature babies. The move to LHSC was a source of much concern to key stakeholders, leading scientists and specialists with much negative impact on recruitment, retention and staff morale. The vice-president, acute and ambulatory care at SJHC and the vice-president, women and children’s clinical business unit at LHSC were appointed to help prepare leaders throughout all stages of the restructuring. On their agenda were the following issues: culture, safety procedures, team conflict, excessive turnover, structure, leadership orientation, among others. Where should they start; and how could they get physicians, patient care leaders and staff to think past six months, given that there are numerous issues that keep them busy on a daily, weekly and monthly basis?

This case describes the efforts of the management team at Tomasso Corporation, located in Montreal, Quebec, to manage various economic and personnel issues during the economic downturn of 2001. As the situation at Tomasso worsened, the president wondered how to turn the company around. The management team wondered if there was a way to balance the human and economic issues by adhering to a theory that the chief executive officer had developed over 10 years.

The Walkerton tragedy, an E.coli outbreak that resulted in seven deaths and 2,300 people sick, was unprecedented in Canada. To prepare for a meeting with the utilities commission, the health unit gathers data about the outbreak and narrows down the likely date of transmission of E.coli. Meanwhile, the Ministry of the Environment received the results of tests on collected samples of water from the area, and the results clearly show that the water is contaminated. This is a supplement to “We Have a Terrible Tragedy Here” (A), (B) and (C).

The Walkerton tragedy, an E.coli outbreak that resulted in seven deaths and 2,300 people sick, was unprecedented in Canada. With 100 cases of E.coli having been reported, the medical officer for Grey-Bruce was reasonably certain that the cause of the outbreak was the water supply, and stresses the urgency for the Ministry of the Environment to become involved. This is a supplement to “We Have a Terrible Tragedy Here” (A) and (B).

The Walkerton tragedy, an E.coli outbreak that resulted in seven deaths and 2,300 people sick, was unprecedented in Canada. A couple of days after the medical officer of Grey-Bruce was notified of a case of E.coli in the Walkerton area, he was still concerned about the source and of the outbreak and issues a boil water advisory. This is a supplement to “We Have a Terrible Tragedy Here” (A)